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As companies move to web-based computing they get a lot more servers, which are difficult to manage and control. All kinds of problems can arise - security, quality and worms.
Ben Horowitz
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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Company
Manage
Quality
Companies
Moving
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Difficult
Based
Servers
Problem
Problems
Server
Kind
Move
Computing
Security
Worms
Control
Arise
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I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
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I think theres a lot to be said about just enjoying your work. It can be very contrived when people say their work is for the good of mankind.
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The right thing to do is to thank them for their work, let people know that they're moving on, and ... you don't really have to explain all their personal details. It's more important to leave them with their dignity... and let them go on to live another day. Remember, what you say at that meeting, that's their reputation.
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A CEO needs great intelligence and great courage. And I always found my courage was tested more.
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You know what the difference between a vision and a hallucination is? They call it a vision when other people can see it.
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The right answer on raises is you have to be formal. You have to be formal to save your own culture.
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For example, the vast majority of security break-ins occur as a result of problems with known fixes. With an automated system, you can keep up to date.
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In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.
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In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.
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